Matrix Management at ITS
Building the Bridge …
April 5, 2006
Workshop Goal
To enable each of you to answer the following questions:
1. What is matrix management?
2. Why is matrix management necessary for ITS?
3. What does matrix management mean in terms of how we will do
our jobs in the future?
4. What does it mean for ITS to become a “Process Driven
Organization”?
2
Agenda
Topic
Planned Timing
Agenda and Session Objectives
1:00pm – 1:30pm
Breakout 1: Working in the Matrix
1:30pm – 2:15pm
Break
2:15pm – 2:30pm
“Walkabout”
2:30pm – 2:45pm
Breakout 2: “In a Nutshell”
2:45pm – 3:15pm
Debrief, Summary and Close
3:15pm – 4:00pm
3
Agenda
Topic
Planned Timing
Agenda and Session Objectives
9:00am – 9:30am
Breakout 1: Working in the Matrix
9:30am – 10:15am
Break & “Walkabout”
10:15am – 10:45am
Breakout 2: “In a Nutshell”
10:45am – 11:15am
Debrief, Summary and Close
11:15am – 12:00pm
4
“Process Driven” ITS Organization:
• Has repeatable, agile, documented processes for IT Service
•
•
•
•
Delivery and Management (Based on the ITIL Framework)
Demonstrates a commitment to continuous process
improvement
Has clear division of roles, responsibilities and authority
Is viewed as one seamless organization from the customer
experience point of view
Can accurately measure and monitor process performance and
service levels
www.itsmf.org
5
Matrix Management
CROSS-FUNCTIONAL PROCESSES
FUNCTIONS
Robert C. Ford and W. Alan Randolf Cross-functional structures: a review and integration of matrix organization and project management., 2003.
6
Matrix Management at ITS
Process Driven
7
Breakout 1: Working in the Matrix
8
Breakout Exercise 1: Purpose
1. Build our understanding on the interplay of ITS processes with
the ITS Matrix organization.
2. Identify potential matrix problems and solutions.
9
Breakout Exercise 1 Instructions:
1. Pick a cross-functional process that interests you and join your
chosen facilitator.
2. Group should nominate a recorder or note taker.
3. Facilitator will provide a brief explanation of the definition and
scope of their cross-functional process.
4. As a group, identify potential problems that could prevent the
process from working across the matrix. Use the following
categories to help you identify potential problem areas:
A.
B.
C.
D.
E.
F.
G.
Roles, Responsibilities, Decision Making Authority.
Communications
Policies, Standards, Processes & Procedures
Resources (People, money, facilities, equipment)
Schedules
Priorities
Other
5. As a group, identify potential solutions for each problem.
10
Process Facilitators
Process
Facilitator
Project Management
Ann Berry-Kline
Problem Management
Paul Sosbee
Change Management
Janine Roeth
Incident Management
Linda Rosewood
Service Delivery
Bill Hyder
Service Definition
Aaron Melgares
Performance Management
Mark Cianca
11
Example Problem & Solution:
Performance Management Process
Problem:
“How will we evaluate people if they work for multiple people in the matrix in the
course of a year?” (Category: Roles, Responsibilities, Decision Making
Authority)
Solution:
“ITS should establish a policy that Managers will conduct annual performance
evaluations, but anyone assigned to a project for more than ‘x’ number of hours
will receive a formal evaluation by the Project Manager that will be input to the
process.”
12
Example Problem & Solution:
Project Management Process
Problem:
“How will I know how much time I have to devote to projects?” (Category: Roles,
Responsibilities, Decision Making Authority; Resources; Schedules)
Solution:
“ITS should establish a policy that Managers will evaluate on an ongoing basis
each staff person’s capacity balancing time for day-to-day operations, project
contribution, training, vacation and sickness.”
13
Example Problem & Solution:
Incident Management Process
Problem:
“How will we make sure that workarounds and fixes invented by "level 2"
and "level 3" support is effectively captured in the knowledge base and shared
among ITS staff? (Category: Policies, Standards, Processes & Procedures)
Solution:
“We train and empower the Support Center staff to note tickets that contain new
workarounds and employ a process to quickly approve them into new FAQs.
The process also determines if they are visible to the public or not.”
14
Example Problem & Solution:
Change Management Process
Problem:
“Who's responsible for minimizing the risk of negative impacts associated with a
change?” (Category: Roles, Responsibilities, Decision Making Authority)
Solution:
“The impacts of a change are identified as part of the change proposal. As the
potential impact or risks get bigger, there are roles or functions that contribute to
minimize the overall risk. For example, a change that may impact a large
number of users may require early and/or periodic communications, coordinated
through Lisa Bono.”
15
Example Problem & Solution:
Service Delivery Process
Problem:
“If I am a DL and I want to change a globally provided Desktop Service priority to
high for a particular customer, I need to make a decision on whom I need to
alert: the individual performing the work? Their supervisor? The manager of their
supervisor? Or do I fix it myself?” ?” (Category: Roles, Responsibilities, Decision
Making Authority)
Solution:
“Indicate the specific need to the Service Delivery Manager. Every IT Service
will have an identified Service Delivery manager who is accountable for the
service delivery quality of a service or set of services. This person will be
empowered to make the right tactical decisions to adjust the operating priorities
of the delivery staff to meet such requests.”
16
Example Problem & Solution:
Service Definition
Problem:
“Once a need for a new service has been identified, how do all of the service
providers who have a component of the service work together to develop the
service definition?”
Solution:
“We will implement a clearly-defined service development process with activities
that incorporate requirements, specifications, and impacts from all associated
service providers.”
17
Example Problem & Solution:
Problem Management Process
Problem:
“I have a problem with my email, I get this error message over and over, but the
Support Center tells me that this is a problem all over campus, they don't have a
solution for me, what do I do? ”
Solution:
“Problem Managers will work across the organization to interact with all the
areas of responsibility. As problems are discovered by the Incident
Management process, the Problem Management Process will go to work at
resolving them. First by identifying known errors, then by organizing the correct
resources to produce workarounds, fixes, and eventual solutions."”
18
Break & Walkabout
19
Breakout 2: “In a Nutshell”
20
Breakout Exercise 2 Instructions:
1. Regroup around the flip charts (you don’t have to go back to
the same group for this exercise)
2. As a group, develop a “30 Second Elevator Speech” on what
matrix management means to ITS and why we need it.
•
Index cards will be available if you need them
3. Each group member should think of a personal example of
how being in the matrix will impact their particular job.
4. Nominate a group member to perform your 30 Second
Elevator speech.
5. Each member should be prepared to be called on share their
personal example.
21
Debrief, Summary and Close
22
Workshop Goal - Revisited
How many of you feel you can answer the questions we posed?
1. What is matrix management?
2. Why is it necessary for ITS?
3. What does matrix management mean in terms of how we will do
our jobs in the future?
4. What does it mean for ITS to become a “Process Driven
Organization”?
23
What Will Happen Next?
•
The outputs of this working session will be summarized and
posted on the ITS web site (IT Transformation Section)
– We will update status of the problems and solutions on an ongoing basis
on the web site
•
•
•
•
Matrix Management will be made a working agenda item at
ITSMG meetings to continue our identification and resolution of
problems that prevent us from making the matrix work.
From onward, please consider today’s Process Facilitators as
the “go to” people for each process we worked on today.
Over the coming months these Process Facilitators will be
approaching you to work on process teams, to implement new
procedures, practices, forms, checklist, roles etc.
We need you to support them and work with them to make sure
that what we have discussed today becomes a reality.
24
Process Facilitators
Process
Facilitator
Project Management
Ann Berry-Kline
Problem Management
Paul Sosbee
Change Management
Janine Roeth
Incident Management
Linda Rosewood
Service Delivery
Bill Hyder
Service Definition
Aaron Melgares
Performance Management
Mark Cianca
25
Thank You!
26
Reference/Optional Slides
27
What we need to do to make this work …
•
•
•
•
Clear roles and responsibilities for both dimensions of the matrix
Accurate, timely knowledge of staff capacity
Knowledge of specific staffing needs (projects and functions)
The organizational ability to make staffing commitments and to
honor them
• Need to formalize our staffing assignments
– Agree to use a common planning framework/mechanism
– Reframe the current practice of “volunteerism”
• Clear ITS policies and procedures:
– Conflict resolution
– Escalation
– Staffing
• Raise awareness, understanding and engagement of all ITS staff
on this matter
28
ITS Organization Chart
29